Knowledge that Transforms

The work presented in this article relates directly to perhaps the most serious problem facing the Information Systems manager in a large, complex organization today, namely how to plan and manage in a rapidly changing, high-demand, resource-limited environment. The article describes an organizational change effort undertaken within a major data processing organization to seek improvements in four broad areas: data center production performance, responsiveness of the systems development activity, management control and decision making, and long range and operational planning processes. Much of the change effort involved activities and tasks which were defined and implemented using Organization Development (OD) methods. OD involves the application of behavioral science knowledge in a collaborative and participative process in response to some perceived need within the organization. It is a planned and systematic way to alter patterns of organizational behavior. The general change strategy utilized is described along with specific examples of particular OD techniques, those which worked well and those which did not. Finally the article presents some observations as to why OD methods are important to Information Systems (IS) managers. OD methods are powerful skills and tools for working change of the most important kind, namely change in organizational and group behavior. As the primary agent for change in the corporation, IS managers can employ these methods to make the IS organization more responsive to the needs of the business. More importantly they can bring these same skills to bear on the larger problem of helping their corporation adjust to change, facilitating and leveraging that change in ways which mere technology cannot accomplish.

Selecting from the many currently available systems development methodologies (SDMs) and development techniques is a difficult problem with economic, technical, and behavioral implications. A quantitative approach to the selection problem is presented. The selection model begins with a definition of a superset of functions expected of a systems development tool. Functions are then weighted, using a Delphi approach to achieve acceptable valuations among system managers. Next, each approach under consideration is evaluated with respect to each function desired. After scores are computed for each methodology, economic and qualitative aspects such as training availability and cost can be used to differentiate the highest ranked alternatives. A four-person MBA project team from the Graduate School of Management at the University of Minnesota, with the guidance from the authors, applied the model to a methodology selection problem. In addition to producing a quantitative ranking of competing methodologies, the approach described furthered understanding of the functions to be performed by the methodologies being considered. It also gained acceptance, admittedly reluctant, of the recommended methodology from managers who strongly advocated their own favorites.

Multnational corporations (MNCs) face increasingly higher rewards and risks when choosing amongst alternative investments for their computer and communications based information systems. The multi-layered management and technical issues and decisions confronting multinational corporations are seemingly endless and require new insights. A rapidly growing number of MNCs are utilizing computer based information systems, office automation and administrative support systems, telecommunications systems, factory information systems, and home information systems as critical tools in managing and monitoring their global businesses. As the resources, scope, and criticality of the “information commodity” grow, more senior managers are being forced to concentrate on better ways of planning for rapid changes to capitalize on new opportunities and reduce their risks. The conclusions and recommendations presented in this article are based on an examination of the actual information resource management (IRM) planning and coordination practices of 25 large multinational corporations as well as an indepth review of two case studies.

This article describes a reasonable scenario for information technology, and its use within a major organization in the year 1990. The scenario is based upon a model used at Xerox to portray the use of Information Systems (IS) internally within the corporation in the year 1990. Assumptions are made about the technology and economics, and by coupling these with observed trend lines from historical data, predictions about the 1990 IS organization, technology, investment requirements, and support structure are drawn. Estimates are developed for the extent of distributed processing at four levels of the organizational hierarchy. Finally, a number of conclusions which deal with the changing nature of the IS technology and role of IS management are described.

MIS managers generally have not stressed the marketing aspects of their operations. A more widespread concern is with the shortage of systems analyst and programmer resources. In an effort to learn how one group of MIS managers views their marketing responsibilities and practices in a shortage era, a study was conducted and the results were used to describe both short term and long term MIS marketing plans. These plans are developed by identifying critical areas in the organization in light of corporate objectives, user needs, and MIS resources.

The user-analyst liaison function in system development was studied in thirty-eight large firms using a structured interviewing process. The study revealed that the most prevalent form of liaison is still the traditional systems representative and that the liaison function is generally performed much less formally than the IS literature would suggest. However, a trend toward greater formalism was detected. Other aspects of the liaison function, such as perceptions of the role, relevant career paths, and attitudes toward the function were also studied.

Computer chargeback systems are installed to meet various data processing objectives. One objective is to increase user involvement in decisions regarding information systems development and use. Presumably, increasing user involvement will result in more effective information systems. In a field study the authors examine the relationship between various characteristics of a computer chargeback system, the quality of the chargeback system’s user interface, user involvement, and user attitudes about information systems services. Suggestions are given both for the practicing information systems manager and for future information systems researchers.

An information system can be viewed as a symbiotic relationship between the users of the system and the system itself. Ideally, an information system should be evaluated with equal consideration given to both user constraints and to system constraints. The approach described in this article provides the analyst with a framework for gaining insight into information system performance from both user and system viewpoints by establishing a causal relationship between user goal attainment and system activity. This approach produces not only measures of current performance, but also predictive measures of future performance. The approach is based on a multiple goal programming formulation of the information system design evaluation problem. This article presents an overview of the formulation and its interpretation. The focus is on the analysis of an example system facilitated by this approach. A discussion of the applicability of the approach concludes this article.

Predictions of the effects of office automation on organizations vary widely. This article focuses on changes in individual work patterns, management control, and organizational structure that may occur as a result of implementation of office technology. The most significant change predicted is that organizations will no longer be limited by a central office work environment operating between the traditional office work hours of nine and five. Computer and communications technology will facilitate the relaxing of these physical constraints as necessitated by societal and economic pressures. Relevant research to date regarding the effects of the new technology on organizational behavior is reviewed. Management guidelines for preparing for the coming changes are included.

Predictions of the effects of office automation on organizations vary widely. This article focuses on changes in individual work patterns, management control, and organizational structure that may occur as a result of implementation of office technology. The most significant change predicted is that organizations will no longer be limited by a central office work environment operation between the traditional office work hours of nine and five. Computer and communications technology will facilitate the relaxing of these physical constraints as necessitated by societal and economic pressures. Relevant research to date regarding the effects of the new technology on organizational behavior is reviewed. Management guidelines for preparing for the coming changes are included.